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Becoming the Best. Paul Tennant Chief Executive Orbit Group Ltd. To cover …. From change to transformation Transformation within Orbit Tomorrow’s World Conclusion. From Change to Transformation. The Scale of Change. Impact of change. Year of Change.

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becoming the best

Becoming the Best

Paul Tennant

Chief Executive

Orbit Group Ltd

to cover
To cover …
  • From change to transformation
  • Transformation within Orbit
  • Tomorrow’s World
  • Conclusion
the scale of change
The Scale of Change

Impact of change

Year of Change

Scale of change is one of biggest experienced

  • World changing
    • Economic crisis
    • Expenditure cuts
    • Source of funds
    • Unemployment
    • Social policy reform
  • Housing world changing
    • Loss of grant
    • Affordable rents
    • Tenure change
    • Regulation
    • Defunct business model
  • Views
    • Value for money
    • Use of resources
    • Evolve our businesses

There are imperatives we must respond to

new world new agenda
New World: New Agenda


  • How to develop our offer?
  • How to generate resources?
  • How to manage increasing risk?



The degree of change/transformation varies by organisation

why transformation
Why transformation?

Nature of changes so far reaching requires a proportionate response

Business model and way of doing business must adapt to new world

Value being challenged and destiny being defined by others

We have changed but consequences of new world will continue for several years

We must present our message, change views and draw resources – why us?

In this context why would we not transform?

change direction and structure
Change: Direction and Structure

2003 – Imperative: “Establish Orbit’s Future”

Expand Group to deliver scale and resources

Consolidate footprint including rationalisation

Tighten our operations

Identify a strong direction / common purpose

change customer and culture
Change: Customer and Culture
  • 2008 - Imperative: “Create depth in our offer”
    • Customer First Strategy and culture change
    • Investment in place/stock and communities
    • Strengthening infrastructure / people development
    • “Good to Great” by 2013
transform purpose and capacity
Transform: Purpose and Capacity
  • 2011 – Imperative: “Respond to the New World”
    • Recognise scale of change and response required
    • Respond to immediate changes
    • Plan for a radical future
    • Continue with Good to Great to 2013 and beyond
    • Plan for Transformation of Orbit  2020 Project
    • Create resources to deliver a new strategy
business transformation process ihp
Business Transformation

Process 2007 to 2011


IHP – cross four countries

Five Steps

Environment to outcomes

Way Ahead

Culture of “learn / apply / review”

Business Transformation Process: IHP

A common agenda with an opportunity to learn

orbit 2020

Market intelligence

Big picture analysis

Engagement and debate

Orbit 2020

Ambition: “Building Brighter Futures for People & Communities”

  • Process
    • Drivers of change
    • Direction
    • Delivery of change
  • Outcomes
    • A new vision
    • A new way of doing business
    • A different offer

This is our framework to transform

tomorrow s world themes addressed

Focus is on “forms” that deliver our ambition and partnerships that make these work


Focus is on how we generate resources and develop a different business model


Focus is on skills, culture and capacity of individuals and organisations

Tomorrow’s World: Themes Addressed

The journey ahead is one of transformation!

tomorrow s world participant perceptions
Tomorrow’s World: Participant Perceptions

“We should get on and respond”

Debate required within the sector

Desire for action following debate

“We should be bold in responding”

Leadership by the sector

Improve our messages/impact

“Do before others do to us”

Own our destiny

Define our own future

There is a desire to respond

  • We are a values-led sector and valuable to customers, communities and Government, and a proven record of change
  • The nature and scale of change and so the extent of response required is one of the most far reaching
  • Our response should be proportionate and innovative – we are changing but over the coming years must transform
  • The success of our transformation will be measured by how we adapt to the new world and best serve the people/communities we serve